Asymmetric Strategic Alliances: A Network View
Resource
Journal of Business Research, 55, 1007-1013
Journal
Journal of Business Research
Journal Volume
55
Journal Issue
12
Pages
1007-1013
Date Issued
2002
Date
2002
Author(s)
Abstract
In this paper, we expound the network view of strategic alliances and apply it to a developing country, namely Taiwan. We find that Taiwanese firms are keenly interested in forming strategic alliances with larger, reputable foreign firms, but that they have no particular interest, or ability, in forming horizontal alliances aimed at controlling competitive uncertainties. Through asymmetric alliances, Taiwanese firms gain access to new markets and new technologies. We point to resource commitment and organizational integration as two important components of strategic alliances, where a high degree of resource interdependency precipitates nonequity alliances, especially those involving serious resource commitments. We also find that large firms are more inclined to engage in equity joint ventures than small firms. © 2002 Elsevier Science Inc. All rights reserved.
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Type
journal article
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